Social Impact Archive 2020-2021

ENT-101 and Junior Standing

3.00

Social entrepreneurs are people who harness their energy, talent and commitment to make the world a more humane, safe and just place. This is accomplished by applying vision, passion, persistence and leadership to the creation of businesses that are focused on a mission of social responsibility. While the social mission is important, so is the fact that the business funding the mission must be sustainable via revenue generation, market need, and operational efficiency. Creating balance between business effectiveness and serving the needs of the community the business is dedicate to helping, provides a unique challenge to social entrepreneurship to stay entrepreneurial in terms of the business model, thus providing the necessary resources to the social mission.

MGT-217

3.00

Change is constant in all industries and work settings. Accordingly there is constant demand for people who can understand the need for change, make complex, strategic and realistic change plans, and lead others through a successful implementation of a planned change. This lively case-based course will focus on managerial and leadership skill-building in the areas of change management through the careful and thorough analysis of change-focused case studies. Students will be expected to conduct both individual and group-based analyses of complex business cases; including the preparation of written case analyses, active participation in case discussions, and delivery of case analyses through oral presentation.

Minimum of 45 completed credits required.

3.00

Over the past decade, the world of business and the environment has exploded. Beginning as an engineering-driven movement among a handful of companies during the 1980's, many firms have learned that improved environment performance can save money and create a competitive advantage. In this course, we will cover how businesses of all sizes are more attentive to environmental issues and the realization that a green business: improves employee morale and health in the workplace, holds a marketing edge over the competition, strengthens the bottom line through operating efficiencies, is recognized as an environmental leader, can have a strong impact in the community and beyond, and can improve public relations.

ENT 326 and Senior Standing This course may be used as an ENT major elective or taken instead of ENT 419.

3

Are you looking for guidance to launch your venture? If so, this course will allow you to earn credits through an independent study working with faculty and alumni through our Center for Entrepreneurial Studies. Students must draft a launch plan based on their business plan prepared in ENT 326, modified based on feedback received from faculty and judges during the ENT 326 presentations. Students must demonstrate enough evidence to support that the venture will be launched, as well as completing all tasks identified in the launch plan by the end of the semester to receive credit for the course. An ENT faculty member must supervise the student during the launch. The launch plan must provide evidence sufficient to support the number of credits being requested. Once the launch plan is completed, the student must attach the plan to the Independent Study request form and obtain the required approvals before the course will be opened. Maximum of 3 credits allowed.

MGT-217 or Instructor's consent required and junior standing

3.00

Throughout your career, you will be working and competing in a diverse, global environment. Even if you never take an international assignment, you will need to collaborate with others who differ from you in significant and sometimes challenging ways: culture, national origin, race/ethnicity, gender, sexual orientation, religion, and social class. In this class we will learn about common dynamics that occur in diverse groups; explore the power of inclusion and the challenges to leveraging it; discuss relevant current events; research how issues and strategies related to inclusion vary across national cultures; and analyze the diversity/inclusion initiatives of local companies.

MGT-217 and junior standing

3.00

This course is premised on the fact that whereas a manager needs analytical skills to discover optimal solutions to business problems, a broad array of negotiation skills is needed to implement these solutions. This experiential course is designed to improve your skills in all phases of negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multiparty negotiations, to buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy, and to the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations in a variety of contexts including one-on-one, multi-party, cross-cultural, third-party and team negotiations. Please note that given the experiential nature of the course, attendance is mandatory and will be strictly enforced beginning from the first class session.

MGT-217; Management Major; Sophomore standing or higher; Instructor consent required; Cannot take this course concurrent with any other internship course.

3.00

MGT 520 is an internship course which offers students the opportunity to apply knowledge and skills acquired in management courses to a valuable work experience outside the University. Interns practice using management principles in a carefully selected real world work situation under the direction of a faculty member, while completing academic requirements intended to integrate theory and practice. Students can also use the internship to explore career interests. Sometimes building a relationship with an employer during an internship can lead to a job offer during school or after graduation.

3.00

An in-depth analysis of timely special issues in international business. Specific topics are announced when the course is scheduled.

ENT-101 and Junior Standing

3.00

Social entrepreneurs are people who harness their energy, talent and commitment to make the world a more humane, safe and just place. This is accomplished by applying vision, passion, persistence and leadership to the creation of businesses that are focused on a mission of social responsibility. While the social mission is important, so is the fact that the business funding the mission must be sustainable via revenue generation, market need, and operational efficiency. Creating balance between business effectiveness and serving the needs of the community the business is dedicate to helping, provides a unique challenge to social entrepreneurship to stay entrepreneurial in terms of the business model, thus providing the necessary resources to the social mission.

At least 30 credit hours and WRI-102 or WRI-H103

3.00

This course explores the application of sociological, psychological and anthropological concepts in domestic and international business settings. Attention is given to the study of human behavior in organizational settings, the organization itself, human interaction, and small group process.

MGT-217

3.00

Change is constant in all industries and work settings. Accordingly there is constant demand for people who can understand the need for change, make complex, strategic and realistic change plans, and lead others through a successful implementation of a planned change. This lively case-based course will focus on managerial and leadership skill-building in the areas of change management through the careful and thorough analysis of change-focused case studies. Students will be expected to conduct both individual and group-based analyses of complex business cases; including the preparation of written case analyses, active participation in case discussions, and delivery of case analyses through oral presentation.

Take concurrently with SBS-100. Transfer sections do not require the co-requisite.

3.00

This course introduces students to foundational concepts in business, including functional areas, the life cycle, competition, stakeholders and ethical considerations. Students develop critical thinking by learning and using a problem solving process through a business situation analysis model to analyze various situations that confront managers and founders of small, medium, and large organizations. Students will also develop tools for analysis, allowing them to critically view business in a new and thoughtful way. The class culminates with student- teams presenting a detailed analysis and recommendations to a panel of executives and persuading them that the recommended strategy is not only feasible, but also practical for the stakeholders involved.

Minimum of 45 completed credits required.

3.00

Over the past decade, the world of business and the environment has exploded. Beginning as an engineering-driven movement among a handful of companies during the 1980's, many firms have learned that improved environment performance can save money and create a competitive advantage. In this course, we will cover how businesses of all sizes are more attentive to environmental issues and the realization that a green business: improves employee morale and health in the workplace, holds a marketing edge over the competition, strengthens the bottom line through operating efficiencies, is recognized as an environmental leader, can have a strong impact in the community and beyond, and can improve public relations.

ENT 326 and Senior Standing This course may be used as an ENT major elective or taken instead of ENT 419.

3

Are you looking for guidance to launch your venture? If so, this course will allow you to earn credits through an independent study working with faculty and alumni through our Center for Entrepreneurial Studies. Students must draft a launch plan based on their business plan prepared in ENT 326, modified based on feedback received from faculty and judges during the ENT 326 presentations. Students must demonstrate enough evidence to support that the venture will be launched, as well as completing all tasks identified in the launch plan by the end of the semester to receive credit for the course. An ENT faculty member must supervise the student during the launch. The launch plan must provide evidence sufficient to support the number of credits being requested. Once the launch plan is completed, the student must attach the plan to the Independent Study request form and obtain the required approvals before the course will be opened. Maximum of 3 credits allowed.

MGT-217 or Instructor's consent required and junior standing

3.00

Throughout your career, you will be working and competing in a diverse, global environment. Even if you never take an international assignment, you will need to collaborate with others who differ from you in significant and sometimes challenging ways: culture, national origin, race/ethnicity, gender, sexual orientation, religion, and social class. In this class we will learn about common dynamics that occur in diverse groups; explore the power of inclusion and the challenges to leveraging it; discuss relevant current events; research how issues and strategies related to inclusion vary across national cultures; and analyze the diversity/inclusion initiatives of local companies.

MGT-217 and junior standing

3.00

This course is premised on the fact that whereas a manager needs analytical skills to discover optimal solutions to business problems, a broad array of negotiation skills is needed to implement these solutions. This experiential course is designed to improve your skills in all phases of negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multiparty negotiations, to buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy, and to the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations in a variety of contexts including one-on-one, multi-party, cross-cultural, third-party and team negotiations. Please note that given the experiential nature of the course, attendance is mandatory and will be strictly enforced beginning from the first class session.

MGT-217; Management Major; Sophomore standing or higher; Instructor consent required; Cannot take this course concurrent with any other internship course.

3.00

MGT 520 is an internship course which offers students the opportunity to apply knowledge and skills acquired in management courses to a valuable work experience outside the University. Interns practice using management principles in a carefully selected real world work situation under the direction of a faculty member, while completing academic requirements intended to integrate theory and practice. Students can also use the internship to explore career interests. Sometimes building a relationship with an employer during an internship can lead to a job offer during school or after graduation.

3.00

An in-depth analysis of timely special issues in international business. Specific topics are announced when the course is scheduled.

At least 30 credit hours and WRI-102 or WRI-H103

3.00

This course explores the application of sociological, psychological and anthropological concepts in domestic and international business settings. Attention is given to the study of human behavior in organizational settings, the organization itself, human interaction, and small group process.

SBS-101 and WRI-102 or WRI-H103 with a grade of B or better and 30 or more credits and at least a 3.3 GPA

3.00

This course explores the application of sociological, psychological and anthropological concepts in domestic and international business settings. Attention is given to the study of human behavior in organizational settings, the organization itself, human interaction, and small group process.

MGT-217

3.00

Change is constant in all industries and work settings. Accordingly there is constant demand for people who can understand the need for change, make complex, strategic and realistic change plans, and lead others through a successful implementation of a planned change. This lively case-based course will focus on managerial and leadership skill-building in the areas of change management through the careful and thorough analysis of change-focused case studies. Students will be expected to conduct both individual and group-based analyses of complex business cases; including the preparation of written case analyses, active participation in case discussions, and delivery of case analyses through oral presentation.

Take MGT-217 SBS-220 or MKT-221; Junior status or higher

3.00

This course is built around the four primary processes of management: planning, organizing, leading and controlling with a special topics theme identified at the start of the semester. A classroom-as-organization design is utilized, which creates an intensive and fully experiential course. Through coordinating, communicating and collaborating, students gain information and insights about themselves and others and in the process become more effective managers and team members.

SBS-101 and Junior standing

3.00

This course includes a study of the modern human resources department in industry with special emphasis on the techniques and methods of management, utilization of people, and contemporary human resource issues and problems.

MGT-217 or Instructor's consent required and junior standing

3.00

Throughout your career, you will be working and competing in a diverse, global environment. Even if you never take an international assignment, you will need to collaborate with others who differ from you in significant and sometimes challenging ways: culture, national origin, race/ethnicity, gender, sexual orientation, religion, and social class. In this class we will learn about common dynamics that occur in diverse groups; explore the power of inclusion and the challenges to leveraging it; discuss relevant current events; research how issues and strategies related to inclusion vary across national cultures; and analyze the diversity/inclusion initiatives of local companies.

MGT-217

3.00

This course introduces students to the core functions and skills required to be a Business Analyst, an agent of change using a systematic approach to add value within an organization. Students will learn how to understand business needs and perspectives in order to develop effective and focused solutions to problems across the Business Solutions Life Cycle, from strategy through to operational results. Using case studies and exercises, this course provides an overview of business analysis, introduces key skills such as project definition, the role of assumptions, critical analytical skills, interpretation of information, communication and implementation.

MGT 217 (formerly MGT 317)

3

To what extent are our identities. ways of thinking, and behaving the products of our cultural environments? How do conceptions of motivation, leadership, decision making, negotiation, and ethics differ across cultures? How do expatriates settle abroad, and how do they re-enter the American life they are once so familiar? The purpose of this course is to examine the international context of management, specifically, the cross-cultural environment and how it shapes managers' and work organization members' experiences, roles and responsibilities.

MGT-217

3.00

Leadership 360 Practicum provides a fundamental understanding of the principles of leadership and the core competencies, traits and behaviors that enable effective leadership. Students will learn relevant leadership theories and gain awareness of how today's organizations meet the challenges and opportunities that leadership brings. Through an individual leadership development project, students will conduct an in-depth self-examination of their leadership capacity and will choose a leadership skill to develop throughout the semester. Students will have the opportunity to apply their developing leadership skills in a team project that seeks solutions to a specific leadership challenge, leading to a project implementation plan. Student teams will present their solutions in class; feedback to the presenters will reinforce oral communication skills. This course is a requirement for all BSBA majors.

Take MGT-217 (formerly MGT-317). GPA of 3.3 or higher required.

3.00

The Leadership 360 Practicum provides a fundamental understanding of the principles of leadership and the core competencies, traits and behaviors that enable effective leadership. Students will learn relevant leadership theories and gain awareness of how today's organizations meet the challenges and opportunities that leadership brings. Through an individual leadership development project, students will conduct an in-depth self-examination of their leadership capacity and will choose a leadership skill to develop throughout the semester. Students will have the opportunity to apply their developing leadership skills in a team project that seeks solutions to a specific leadership challenge, leading to a project implementation plan. Student teams will present their solutions in class; feedback to the presenters will reinforce oral communication skills. This course is a requirement for all BSBA majors.

MGT-217 or PSYCH-114 and junior standing or above

3.00

Most employees will encounter difficult interpersonal situations at some point in their careers. This course focuses on the high costs of incivility to employee well-being and productivity. Students will learn techniques to improve their communication skills, and will be assessed on their learning through exams, reflection papers, and role-playing activities. Topics such as abusive supervision, sexual harassment, and abnormal psychology will also be covered. Students will gain insight into how to cope with challenging interpersonal situations, address problematic behaviors, and develop more positive relationships in the workplace.

MGT-217 and junior standing

3.00

This course is premised on the fact that whereas a manager needs analytical skills to discover optimal solutions to business problems, a broad array of negotiation skills is needed to implement these solutions. This experiential course is designed to improve your skills in all phases of negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multiparty negotiations, to buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy, and to the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations in a variety of contexts including one-on-one, multi-party, cross-cultural, third-party and team negotiations. Please note that given the experiential nature of the course, attendance is mandatory and will be strictly enforced beginning from the first class session.

SBS-101, MKT-210, MGT-217, ISOM-319. Management Majors and Minors only with 90 or more credits.

3.00

This capstone course allows students to integrate and apply their acquired knowledge in pro bono consulting projects under the supervision of a faculty mentor, coach and advisor. Course skills to be developed include project management, business communication, and action-oriented analysis. Students analyze real-world problems using primary and secondary research methods, identify feasible options for action, and make professional written and oral presentations to their client organization. An occasional Friday class may be required.

MGT-217; Management Major; Sophomore standing or higher; Instructor consent required; Cannot take this course concurrent with any other internship course.

3.00

MGT 520 is an internship course which offers students the opportunity to apply knowledge and skills acquired in management courses to a valuable work experience outside the University. Interns practice using management principles in a carefully selected real world work situation under the direction of a faculty member, while completing academic requirements intended to integrate theory and practice. Students can also use the internship to explore career interests. Sometimes building a relationship with an employer during an internship can lead to a job offer during school or after graduation.

3

This course provides students an opportunity to apply management concepts and skills to problem solving in an organizational workplace setting. Students identify and organize their internship position and particular project (depending on area of interest) with assistance from faculty," as needed. Projects will vary in scope and content. Students are expected to be ""on the job"" for approximately 8 hours per week during the course of the semester."

Instructor consent required

0.00

Suffolk University Student Leadership and Involvement Office oversees The Leadership Journey Program. The program is designed to develop student's leadership skills throughout their collegiate career at Suffolk University. Students are expected to experience all aspects of the cornerstones as they begin the Journey. After this exposure, students are encouraged to focus on the leadership activities in which they are more passionate. The Leadership Journey focuses on providing students with experiences in leadership, campus involvement and service. Students completing the Leadership Journey will have complemented their leadership course material with experiences in actual leadership situations.Suffolk University Student Leadership and Involvement Office oversees The Leadership Journey Program. The program is designed to develop student's leadership skills throughout their collegiate career at Suffolk University. Students are expected to experience all aspects of the cornerstones as they begin the Journey. After this exposure, students are encouraged to focus on the leadership activities in which they are more passionate. The Leadership Journey focuses on providing students with experiences in leadership, campus involvement and service. Students completing the Leadership Journey will have complemented their leadership course material with experiences in actual leadership situations.